If 2025 taught us anything, it’s that winning the C-suite game is all about telling a compelling story, understanding what you're actually solving for and learning to spot potential beyond the resume. In this episode of Mission One: The Executive Edge, hosts Gerard and Dan reflect on their most impactful conversations from the year, joined by Alexis Bonte, CEO of Stillfront Group, and Jonathan Knight, Head of Games at the New York Times, for a breakdown of the executive hiring process from both sides of the table.

What You’ll Learn

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FAQs

Q: Why does every executive search need to start with the problem, not the job description?
A: Because JDs and titles describe hierarchy, not outcomes. Starting with the real problem forces stakeholders to align on what the role must fix, build, or unlock. Without that clarity, scorecards drift, interviews become inconsistent and even strong hires struggle to succeed, while a well-defined problem shapes the entire search.

Q: How should companies think about reshaping a role instead of replacing a person?
A: Hiring is a rare moment to step back and reassess what the business actually needs next. Rather than recreating the previous role, leaders should ask whether the company’s challenges, strategy, or team gaps have changed and design the role accordingly. This first-principles approach leads to better long-term outcomes.

Q: Why is stakeholder alignment so critical to the executive hiring process?
A: Misaligned stakeholders create confusion for candidates and increase the risk of late-stage rejection. Clear alignment ensures everyone evaluates candidates against the same criteria and avoids hidden vetoes or political dynamics. It also improves the candidate experience and protects strong hires from being derailed by internal agendas.

Q: Why do the best executives take calculated career risks rather than seeking comfort?
A: Real career acceleration usually happens in environments with ambiguity, pressure, and opportunity. High-comfort roles often limit growth, slow decision-making, and reduce ownership. Executives who embrace discomfort like turnarounds, scaling challenges, or under-resourced teams, create more opportunities to demonstrate impact and grow faster.

Q: How should candidates use metrics without being misinterpreted?
A: Metrics only matter when paired with context. Raw numbers can mislead if market conditions, competitive dynamics, or sector-wide trends aren’t explained. By framing performance relative to the environment such as outperforming peers during a downturn, candidates turn numbers into credible proof of leadership and judgment.

Q: Why do questions matter more than answers in executive interviews?
A: The quality of a candidate’s questions reveals how they think, prioritize, and prepare. Insightful questions show strategic depth, curiosity, and an understanding of the business beyond the job description. Strong questioning often distinguishes candidates who can operate at the executive level from those who simply meet the requirements.

Q: Why does instinct still play a role in final executive hiring decisions?
A: Even with rigorous processes and data, leadership hiring is ultimately about future potential and working dynamics. Instinct helps decision-makers assess trust, alignment, and long-term fit, especially when choosing between equally qualified candidates. When backed by strong fundamentals, gut judgment remains a valid and necessary part of executive hiring

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